{"id":9461,"date":"2017-01-17T19:25:16","date_gmt":"2017-01-17T19:25:16","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/masterybusiness2xngcxmasterspring2016\/?post_type=chapter&#038;p=9461"},"modified":"2017-04-18T23:34:35","modified_gmt":"2017-04-18T23:34:35","slug":"reading-job-models-and-goals-2","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-hccc-introbusiness\/chapter\/reading-job-models-and-goals-2\/","title":{"raw":"Motivational Strategies","rendered":"Motivational Strategies"},"content":{"raw":"<h2>Job Design and Job Characteristics Theory<\/h2>\r\n<a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/02\/01203727\/4294686346_6fa27edc00_o.jpg\"><img class=\"aligncenter wp-image-9777\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/02\/01203727\/4294686346_6fa27edc00_o-300x200.jpg\" alt=\"Sheet of paper that has &quot;Good job!&quot; scrawled on it in a child's handwriting.\" width=\"600\" height=\"400\" \/><\/a>\r\n<h3>Job Design<\/h3>\r\nJob design is an important prerequisite to workplace motivation, as a well-designed job can\u00a0encourage positive behaviors and create a strong infrastructure for employee success. Job design involves specifying the contents, responsibilities, objectives, and relationships required to satisfy the expectations of the role. Below are some established approaches managers can take to doing it\u00a0thoughtfully and well.\r\n<h4>Job Characteristics Theory<\/h4>\r\nProposed by Greg R. Oldham\u00a0and J. Richard Hackman in 1976, job characteristics\u00a0theory identifies\u00a0five core characteristics\u00a0that managers should keep in mind when they are designing jobs. The theory is that these dimensions relate to, and help satisfy, important psychological states of the employee filling the role, with the results of greater job satisfaction and motivation and less\u00a0absenteeism and turnover.\r\n<h5>Core Job Characteristics<\/h5>\r\nBelow are the core job characteristics:\r\n<ul>\r\n \t<li><strong>Skill variety<\/strong>: Doing the same thing day in, day out gets tedious. The solution to design jobs with enough variety to stimulate ongoing interest, growth, and satisfaction.<\/li>\r\n \t<li><strong>Task identity<\/strong>: Being part of a team is motivating, but so, too, is having some ownership of a set of tasks or part of the process. Having a clear understanding of what one is responsible for, with some degree of control over it, is an important motivator.<\/li>\r\n \t<li><strong>Task significance<\/strong>: Feeling\u00a0relevant to organizational success provides important\u00a0motivation for getting a\u00a0task or job done. Knowing that one's contributions are important contribute's to sense of satisfaction and accomplishment.<\/li>\r\n \t<li><strong>Autonomy<\/strong>: No one likes to be\u00a0micromanaged, and having some freedom to be\u00a0the expert\u00a0is critical to job satisfaction. Companies usually hire people for their specialized knowledge.\u00a0Giving specialists autonomy to make the right decisions is a win-win.<\/li>\r\n \t<li><strong>Feedback<\/strong>: Finally, everyone needs objective feedback on\u00a0how they are doing and how they can do better. Providing well-constructed feedback with tangible outcomes is a key component of job design.<\/li>\r\n<\/ul>\r\nIn the following Ted Talk, career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't: Traditional external rewards aren't always as effective as we think, and those that speak to a person's\u00a0internal motivation are often more potent and lasting:\r\n\r\nhttps:\/\/youtu.be\/rrkrvAUbU9Y\r\n<h5>Psychological States<\/h5>\r\nBelow are the psychological states that help employees feel motivated and satisfied with their work:\r\n<ul>\r\n \t<li><strong>Experienced meaningfulness<\/strong>: This is a positive psychological state that will be achieved if the first three job dimensions\u2014skill variety, task identity, and task significance\u2014are in place. All three dimensions\u00a0help employees feel that what they do is meaningful.<\/li>\r\n \t<li><strong>Experienced responsibility<\/strong>: Dimension four, autonomy, contributes to\u00a0a sense of accountability, which, for most, people is intrinsically motivating.<\/li>\r\n \t<li><strong>Knowledge of results<\/strong>: Dimension five, feedback, provides a sense of progress, growth, and personal assessment. Understanding one's accomplishments is a healthy state of mind for motivation and satisfaction.<\/li>\r\n<\/ul>\r\n<h5>Work Outcomes<\/h5>\r\nThe combination of core job characteristics with psychological states influences work outcomes such as the following:\r\n<ul>\r\n \t<li><strong>Job satisfaction<\/strong>: When employees feel that their jobs are meaningful, that positive psychological state contributes to a sense of satisfaction.<\/li>\r\n \t<li><strong>Motivation<\/strong>: Employees who experience responsibility in their job, a sense of ownership over their work, and knowledge of the results tend to be more highly motivated.<\/li>\r\n \t<li><strong>Absenteeism<\/strong>: When employees are motivated and satisfied, absenteeism and job turnover decrease.<\/li>\r\n<\/ul>\r\nOverall, the manager's goal is\u00a0to design the job in such a way that the core characteristics complement the psychological states of the worker and lead to positive outcomes.\r\n<h3>Job Design Techniques<\/h3>\r\nAs a motivational force in the organization, managers must consider how they can design jobs\u00a0that lead to empowered, motivated, and satisfied employees. Below\u00a0are a few established methods to accomplish this objective:\r\n<ul>\r\n \t<li><strong>Job rotation<\/strong>: As noted in the above model, it's not particularly motivating to do the exact same thing every day. As a result, rotating jobs and expanding employees' skill sets accomplish two objectives: increased employee satisfaction and broader employee skills.<\/li>\r\n \t<li><strong>Job enlargement (horizontal)<\/strong>: Giving\u00a0employees the autonomy to step back and assess the quality of their work, improve the efficiency of their processes, and address mistakes contributes to\u00a0satisfaction in the workplace.<\/li>\r\n \t<li><strong>Intrinsic and extrinsic rewards<\/strong>: Giving employees autonomy helps generate intrinsic rewards (self-satisfaction) and motivation. Extrinsic rewards (such as time off, a bonus, or commission) are also motivating.<\/li>\r\n \t<li><strong>Job enrichment (vertical)<\/strong>: It's important for managers to delegate\u00a0some of their\u00a0planning to seasoned\u00a0employees as they grow into their roles. By turning over control of work-task planning to employees themselves, they feel a strong sense of engagement, progress in their career, and ownership of their work outcomes.<\/li>\r\n<\/ul>\r\n<h2>Goal-Setting Theory<\/h2>\r\n[caption id=\"attachment_9645\" align=\"aligncenter\" width=\"640\"]<a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21061603\/marathon.jpeg\"><img class=\"size-full wp-image-9645\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21061603\/marathon.jpeg\" alt=\"\" width=\"640\" height=\"494\" \/><\/a> Athletes set goals during the training process. Through choice, effort, persistence, and cognition, they can prepare to compete.[\/caption]\r\n<h3>Goal Setting<\/h3>\r\nResearch shows that people perform better when they are committed to achieving particular goals. Factors that help ensure commitment to goals include the following:\r\n<ul>\r\n \t<li>The importance of the expected outcomes<\/li>\r\n \t<li>Self-efficacy, or belief that the goal can be achieved<\/li>\r\n \t<li>Promises or engagements to others, which can strengthen commitment level<\/li>\r\n<\/ul>\r\nIn a business setting, managers cannot constantly drive employees' motivation or monitor\u00a0their\u00a0work from moment to moment. Instead, they rely on goal setting as an effective means of helping employees regulate their own performance and stay on track. Goal setting affects outcomes in the following important ways:\r\n<ul>\r\n \t<li><strong>Choice<\/strong>: Goals narrow attention and direct efforts to goal-relevant activities, and away from goal-irrelevant actions.<\/li>\r\n \t<li><strong>Effort<\/strong>: Goals can lead to more effort; for example, if one typically produces four widgets per hour and has the goal of producing six, one may work more intensely to reach the goal than one would otherwise.<\/li>\r\n \t<li><strong>Persistence<\/strong>: People are\u00a0more likely to work through setbacks if they are pursuing a goal.<\/li>\r\n \t<li><strong>Cognition<\/strong>: Goals can lead individuals to develop and change their behavior.<\/li>\r\n<\/ul>\r\nEdwin Locke and his colleagues examined the behavioral effects of goal setting, and they found that 90 percent of laboratory and field studies involving specific and challenging goals led to higher performance, whereas those with easy or no goals showed minimal improvement. While some managers believe it is sufficient to urge employees to \"do their best,\" these researchers learned that people who are instructed to do their best generally do not. The reason is that if you want to elicit a specific behavior, you need to give a clear picture of what is expected. \u201cDo your best\u201d is too vague. A goal is important because it establishes a specified direction and measure of performance.\r\n\r\n[caption id=\"attachment_9638\" align=\"alignright\" width=\"225\"]<a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21054941\/soccer-goal.jpeg\"><img class=\"size-medium wp-image-9638\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21054941\/soccer-goal-225x300.jpeg\" alt=\"image of a soccer goal\" width=\"225\" height=\"300\" \/><\/a> Aim for the goal: goal-setting is closely tied to performance. Those who set realistic but challenging goals are likely to perform better than those who do not.[\/caption]\r\n\r\nYou\u2019ll recall from the discussion of SMART objectives in the Management module that setting effective goals and identifying the best means of meeting them are important aspects of the controlling function of managers. It turns out that setting SMART goals is also a powerful\u00a0way\u00a0to motivate employees, especially when employees are able to\u00a0participate in the goal-setting process. <strong>S<\/strong>pecific, <b>M<\/b>easurable, <b>A<\/b>chievable, <b>R<\/b>ealistic,\u00a0and <b>T<\/b>ime-constrained goals give both managers and employees clear direction and a way to measure performance.\r\n<h3><strong>Goals and Feedback<\/strong><\/h3>\r\nManagers need to track performance so employees can see how effective they have been in attaining their goals. Without proper feedback channels, employees find it impossible to adapt or adjust their behavior. Goal setting and feedback go hand-in-hand. Without feedback, goal setting is unlikely to work.\r\n\r\nProviding feedback on short-term objectives helps to sustain an employee's motivation and commitment. When giving feedback, managers should do the following:\r\n<ul>\r\n \t<li>Create a positive context<\/li>\r\n \t<li>Use constructive and positive language<\/li>\r\n \t<li>Focus on behaviors and strategies<\/li>\r\n \t<li>Tailor feedback to the needs of the individual worker<\/li>\r\n \t<li>Make feedback a two-way communication process<\/li>\r\n<\/ul>\r\nGoal setting may have little effect if the employee\u00a0can't evaluate\u00a0his\u00a0own performance in relation to the goal. By giving accurate, constructive feedback, managers can help employees evaluate\u00a0whether they need to work harder or change their approach.\r\n\r\nGoal-setting theory is very useful in business, but it does have limitations. Using\u00a0production targets to drive motivation may encourage workers to meet those targets by\u00a0any\u00a0means necessary\u2014resulting in poor quality or, worse, unethical behavior.\u00a0You'll recall that this was the case in the recent Wells Fargo scandal, where employees created millions of fake bank accounts in order to hit sales targets. Another problem with goal setting is that a manager's goals may not be aligned with the goals of the organization as whole, and conflict may\u00a0ensue, or the employees may feel uncertain\u00a0about which\u00a0goals ought to be prioritized (first the manager's, then the organization's? Or vice versa?). Either way, performance can suffer. In addition, for complex or creative tasks, it is possible for goal setting to actually hamper achievement, because the individual can become too preoccupied with meeting goals and distracted from\u00a0completing\u00a0tasks. This is especially true is if reviews and pay increases are strongly tied to goal achievement.\r\n<h2>Videos: Motivation in Today's Workplace<\/h2>\r\nThe following videos contain\u00a0examples of motivational theory being used in today's companies. As you watch, see if you can recognize any\u00a0of the theories you've studied. Are they need based or process based? What are the results of the different motivational strategies these companies use?\r\n\r\nhttps:\/\/youtu.be\/QO6AWhDy_Ac\r\n\r\nhttps:\/\/youtu.be\/W18DXW8gYZA\r\n\r\nhttps:\/\/youtu.be\/4hNu98BQFvI\r\n<h2>Check Your Understanding<\/h2>\r\nAnswer the question(s) below to see how well you understand the topics covered above. This short quiz does <strong>not<\/strong> count toward your grade in the class, and you can retake it an unlimited number of times.\r\n\r\nUse this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section.\r\n\r\nhttps:\/\/assessments.lumenlearning.com\/assessments\/3031","rendered":"<h2>Job Design and Job Characteristics Theory<\/h2>\n<p><a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/02\/01203727\/4294686346_6fa27edc00_o.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-9777\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/02\/01203727\/4294686346_6fa27edc00_o-300x200.jpg\" alt=\"Sheet of paper that has &quot;Good job!&quot; scrawled on it in a child's handwriting.\" width=\"600\" height=\"400\" \/><\/a><\/p>\n<h3>Job Design<\/h3>\n<p>Job design is an important prerequisite to workplace motivation, as a well-designed job can\u00a0encourage positive behaviors and create a strong infrastructure for employee success. Job design involves specifying the contents, responsibilities, objectives, and relationships required to satisfy the expectations of the role. Below are some established approaches managers can take to doing it\u00a0thoughtfully and well.<\/p>\n<h4>Job Characteristics Theory<\/h4>\n<p>Proposed by Greg R. Oldham\u00a0and J. Richard Hackman in 1976, job characteristics\u00a0theory identifies\u00a0five core characteristics\u00a0that managers should keep in mind when they are designing jobs. The theory is that these dimensions relate to, and help satisfy, important psychological states of the employee filling the role, with the results of greater job satisfaction and motivation and less\u00a0absenteeism and turnover.<\/p>\n<h5>Core Job Characteristics<\/h5>\n<p>Below are the core job characteristics:<\/p>\n<ul>\n<li><strong>Skill variety<\/strong>: Doing the same thing day in, day out gets tedious. The solution to design jobs with enough variety to stimulate ongoing interest, growth, and satisfaction.<\/li>\n<li><strong>Task identity<\/strong>: Being part of a team is motivating, but so, too, is having some ownership of a set of tasks or part of the process. Having a clear understanding of what one is responsible for, with some degree of control over it, is an important motivator.<\/li>\n<li><strong>Task significance<\/strong>: Feeling\u00a0relevant to organizational success provides important\u00a0motivation for getting a\u00a0task or job done. Knowing that one&#8217;s contributions are important contribute&#8217;s to sense of satisfaction and accomplishment.<\/li>\n<li><strong>Autonomy<\/strong>: No one likes to be\u00a0micromanaged, and having some freedom to be\u00a0the expert\u00a0is critical to job satisfaction. Companies usually hire people for their specialized knowledge.\u00a0Giving specialists autonomy to make the right decisions is a win-win.<\/li>\n<li><strong>Feedback<\/strong>: Finally, everyone needs objective feedback on\u00a0how they are doing and how they can do better. Providing well-constructed feedback with tangible outcomes is a key component of job design.<\/li>\n<\/ul>\n<p>In the following Ted Talk, career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don&#8217;t: Traditional external rewards aren&#8217;t always as effective as we think, and those that speak to a person&#8217;s\u00a0internal motivation are often more potent and lasting:<\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-1\" title=\"The puzzle of motivation | Dan Pink | TED\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/rrkrvAUbU9Y?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<h5>Psychological States<\/h5>\n<p>Below are the psychological states that help employees feel motivated and satisfied with their work:<\/p>\n<ul>\n<li><strong>Experienced meaningfulness<\/strong>: This is a positive psychological state that will be achieved if the first three job dimensions\u2014skill variety, task identity, and task significance\u2014are in place. All three dimensions\u00a0help employees feel that what they do is meaningful.<\/li>\n<li><strong>Experienced responsibility<\/strong>: Dimension four, autonomy, contributes to\u00a0a sense of accountability, which, for most, people is intrinsically motivating.<\/li>\n<li><strong>Knowledge of results<\/strong>: Dimension five, feedback, provides a sense of progress, growth, and personal assessment. Understanding one&#8217;s accomplishments is a healthy state of mind for motivation and satisfaction.<\/li>\n<\/ul>\n<h5>Work Outcomes<\/h5>\n<p>The combination of core job characteristics with psychological states influences work outcomes such as the following:<\/p>\n<ul>\n<li><strong>Job satisfaction<\/strong>: When employees feel that their jobs are meaningful, that positive psychological state contributes to a sense of satisfaction.<\/li>\n<li><strong>Motivation<\/strong>: Employees who experience responsibility in their job, a sense of ownership over their work, and knowledge of the results tend to be more highly motivated.<\/li>\n<li><strong>Absenteeism<\/strong>: When employees are motivated and satisfied, absenteeism and job turnover decrease.<\/li>\n<\/ul>\n<p>Overall, the manager&#8217;s goal is\u00a0to design the job in such a way that the core characteristics complement the psychological states of the worker and lead to positive outcomes.<\/p>\n<h3>Job Design Techniques<\/h3>\n<p>As a motivational force in the organization, managers must consider how they can design jobs\u00a0that lead to empowered, motivated, and satisfied employees. Below\u00a0are a few established methods to accomplish this objective:<\/p>\n<ul>\n<li><strong>Job rotation<\/strong>: As noted in the above model, it&#8217;s not particularly motivating to do the exact same thing every day. As a result, rotating jobs and expanding employees&#8217; skill sets accomplish two objectives: increased employee satisfaction and broader employee skills.<\/li>\n<li><strong>Job enlargement (horizontal)<\/strong>: Giving\u00a0employees the autonomy to step back and assess the quality of their work, improve the efficiency of their processes, and address mistakes contributes to\u00a0satisfaction in the workplace.<\/li>\n<li><strong>Intrinsic and extrinsic rewards<\/strong>: Giving employees autonomy helps generate intrinsic rewards (self-satisfaction) and motivation. Extrinsic rewards (such as time off, a bonus, or commission) are also motivating.<\/li>\n<li><strong>Job enrichment (vertical)<\/strong>: It&#8217;s important for managers to delegate\u00a0some of their\u00a0planning to seasoned\u00a0employees as they grow into their roles. By turning over control of work-task planning to employees themselves, they feel a strong sense of engagement, progress in their career, and ownership of their work outcomes.<\/li>\n<\/ul>\n<h2>Goal-Setting Theory<\/h2>\n<div id=\"attachment_9645\" style=\"width: 650px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21061603\/marathon.jpeg\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-9645\" class=\"size-full wp-image-9645\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21061603\/marathon.jpeg\" alt=\"\" width=\"640\" height=\"494\" \/><\/a><\/p>\n<p id=\"caption-attachment-9645\" class=\"wp-caption-text\">Athletes set goals during the training process. Through choice, effort, persistence, and cognition, they can prepare to compete.<\/p>\n<\/div>\n<h3>Goal Setting<\/h3>\n<p>Research shows that people perform better when they are committed to achieving particular goals. Factors that help ensure commitment to goals include the following:<\/p>\n<ul>\n<li>The importance of the expected outcomes<\/li>\n<li>Self-efficacy, or belief that the goal can be achieved<\/li>\n<li>Promises or engagements to others, which can strengthen commitment level<\/li>\n<\/ul>\n<p>In a business setting, managers cannot constantly drive employees&#8217; motivation or monitor\u00a0their\u00a0work from moment to moment. Instead, they rely on goal setting as an effective means of helping employees regulate their own performance and stay on track. Goal setting affects outcomes in the following important ways:<\/p>\n<ul>\n<li><strong>Choice<\/strong>: Goals narrow attention and direct efforts to goal-relevant activities, and away from goal-irrelevant actions.<\/li>\n<li><strong>Effort<\/strong>: Goals can lead to more effort; for example, if one typically produces four widgets per hour and has the goal of producing six, one may work more intensely to reach the goal than one would otherwise.<\/li>\n<li><strong>Persistence<\/strong>: People are\u00a0more likely to work through setbacks if they are pursuing a goal.<\/li>\n<li><strong>Cognition<\/strong>: Goals can lead individuals to develop and change their behavior.<\/li>\n<\/ul>\n<p>Edwin Locke and his colleagues examined the behavioral effects of goal setting, and they found that 90 percent of laboratory and field studies involving specific and challenging goals led to higher performance, whereas those with easy or no goals showed minimal improvement. While some managers believe it is sufficient to urge employees to &#8220;do their best,&#8221; these researchers learned that people who are instructed to do their best generally do not. The reason is that if you want to elicit a specific behavior, you need to give a clear picture of what is expected. \u201cDo your best\u201d is too vague. A goal is important because it establishes a specified direction and measure of performance.<\/p>\n<div id=\"attachment_9638\" style=\"width: 235px\" class=\"wp-caption alignright\"><a href=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21054941\/soccer-goal.jpeg\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-9638\" class=\"size-medium wp-image-9638\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/143\/2017\/01\/21054941\/soccer-goal-225x300.jpeg\" alt=\"image of a soccer goal\" width=\"225\" height=\"300\" \/><\/a><\/p>\n<p id=\"caption-attachment-9638\" class=\"wp-caption-text\">Aim for the goal: goal-setting is closely tied to performance. Those who set realistic but challenging goals are likely to perform better than those who do not.<\/p>\n<\/div>\n<p>You\u2019ll recall from the discussion of SMART objectives in the Management module that setting effective goals and identifying the best means of meeting them are important aspects of the controlling function of managers. It turns out that setting SMART goals is also a powerful\u00a0way\u00a0to motivate employees, especially when employees are able to\u00a0participate in the goal-setting process. <strong>S<\/strong>pecific, <b>M<\/b>easurable, <b>A<\/b>chievable, <b>R<\/b>ealistic,\u00a0and <b>T<\/b>ime-constrained goals give both managers and employees clear direction and a way to measure performance.<\/p>\n<h3><strong>Goals and Feedback<\/strong><\/h3>\n<p>Managers need to track performance so employees can see how effective they have been in attaining their goals. Without proper feedback channels, employees find it impossible to adapt or adjust their behavior. Goal setting and feedback go hand-in-hand. Without feedback, goal setting is unlikely to work.<\/p>\n<p>Providing feedback on short-term objectives helps to sustain an employee&#8217;s motivation and commitment. When giving feedback, managers should do the following:<\/p>\n<ul>\n<li>Create a positive context<\/li>\n<li>Use constructive and positive language<\/li>\n<li>Focus on behaviors and strategies<\/li>\n<li>Tailor feedback to the needs of the individual worker<\/li>\n<li>Make feedback a two-way communication process<\/li>\n<\/ul>\n<p>Goal setting may have little effect if the employee\u00a0can&#8217;t evaluate\u00a0his\u00a0own performance in relation to the goal. By giving accurate, constructive feedback, managers can help employees evaluate\u00a0whether they need to work harder or change their approach.<\/p>\n<p>Goal-setting theory is very useful in business, but it does have limitations. Using\u00a0production targets to drive motivation may encourage workers to meet those targets by\u00a0any\u00a0means necessary\u2014resulting in poor quality or, worse, unethical behavior.\u00a0You&#8217;ll recall that this was the case in the recent Wells Fargo scandal, where employees created millions of fake bank accounts in order to hit sales targets. Another problem with goal setting is that a manager&#8217;s goals may not be aligned with the goals of the organization as whole, and conflict may\u00a0ensue, or the employees may feel uncertain\u00a0about which\u00a0goals ought to be prioritized (first the manager&#8217;s, then the organization&#8217;s? Or vice versa?). Either way, performance can suffer. In addition, for complex or creative tasks, it is possible for goal setting to actually hamper achievement, because the individual can become too preoccupied with meeting goals and distracted from\u00a0completing\u00a0tasks. This is especially true is if reviews and pay increases are strongly tied to goal achievement.<\/p>\n<h2>Videos: Motivation in Today&#8217;s Workplace<\/h2>\n<p>The following videos contain\u00a0examples of motivational theory being used in today&#8217;s companies. As you watch, see if you can recognize any\u00a0of the theories you&#8217;ve studied. Are they need based or process based? What are the results of the different motivational strategies these companies use?<\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-2\" title=\"Starbucks Gives Employees Free College Education\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/QO6AWhDy_Ac?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-3\" title=\"Flex Year\" width=\"500\" height=\"375\" src=\"https:\/\/www.youtube.com\/embed\/W18DXW8gYZA?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-4\" title=\"Container Store Employee Benefits\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/4hNu98BQFvI?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<h2>Check Your Understanding<\/h2>\n<p>Answer the question(s) below to see how well you understand the topics covered above. This short quiz does <strong>not<\/strong> count toward your grade in the class, and you can retake it an unlimited number of times.<\/p>\n<p>Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section.<\/p>\n<p>\t<iframe id=\"lumen_assessment_3031\" class=\"resizable\" src=\"https:\/\/assessments.lumenlearning.com\/assessments\/load?assessment_id=3031&#38;embed=1&#38;external_user_id=&#38;external_context_id=&#38;iframe_resize_id=lumen_assessment_3031\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:400px;\"><br \/>\n\t<\/iframe><\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-9461\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Revision and adaptation. <strong>Authored by<\/strong>: Linda Williams and Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Revision and adaptation. <strong>Authored by<\/strong>: Linda Williams and Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Check Your Understanding. <strong>Authored by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Boundless Business. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.boundless.com\/business\/textbooks\/boundless-business-textbook\/motivation-theories-and-applications-11\/motivation-techniques-in-practice-77\/job-design-365-10249\/\">https:\/\/www.boundless.com\/business\/textbooks\/boundless-business-textbook\/motivation-theories-and-applications-11\/motivation-techniques-in-practice-77\/job-design-365-10249\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Boundless Management. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/job-design-and-motivation-49\/job-characteristics-theory-251-1546\/\">https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/job-design-and-motivation-49\/job-characteristics-theory-251-1546\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Smiley Face. <strong>Authored by<\/strong>: Steven Depolo. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.flickr.com\/photos\/stevendepolo\/4294686346\/\">https:\/\/www.flickr.com\/photos\/stevendepolo\/4294686346\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Boundless Management. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/process-and-motivation-47\/goal-setting-theory-243-3950\/\">https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/process-and-motivation-47\/goal-setting-theory-243-3950\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Boundless Business. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.boundless.com\/business\/textbooks\/boundless-business-textbook\/motivation-theories-and-applications-11\/modern-views-on-motivation-76\/goal-setting-theory-362-10338\/\">https:\/\/www.boundless.com\/business\/textbooks\/boundless-business-textbook\/motivation-theories-and-applications-11\/modern-views-on-motivation-76\/goal-setting-theory-362-10338\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Boundless Management. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/process-and-motivation-47\/setting-the-right-goals-244-5338\/\">https:\/\/www.boundless.com\/management\/textbooks\/boundless-management-textbook\/organizational-behavior-5\/process-and-motivation-47\/setting-the-right-goals-244-5338\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Starbucks Gives Employees Free College Education. <strong>Provided by<\/strong>: BBC. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/youtu.be\/QO6AWhDy_Ac\">http:\/\/youtu.be\/QO6AWhDy_Ac<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-nd\/4.0\/\">CC BY-NC-ND: Attribution-NonCommercial-NoDerivatives <\/a><\/em><\/li><li>Flex year. <strong>Provided by<\/strong>: BBC. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/youtu.be\/W18DXW8gYZA\">http:\/\/youtu.be\/W18DXW8gYZA<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-nd\/4.0\/\">CC BY-NC-ND: Attribution-NonCommercial-NoDerivatives <\/a><\/em><\/li><li>Container Store Employee Benefits. <strong>Provided by<\/strong>: BBC. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/4hNu98BQFvI\">https:\/\/youtu.be\/4hNu98BQFvI<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-nd\/4.0\/\">CC BY-NC-ND: Attribution-NonCommercial-NoDerivatives <\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">All rights reserved content<\/div><ul class=\"citation-list\"><li>The Puzzle of Motivation. <strong>Provided by<\/strong>: TED. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/rrkrvAUbU9Y\">https:\/\/youtu.be\/rrkrvAUbU9Y<\/a>. <strong>License<\/strong>: <em>All Rights Reserved<\/em>. <strong>License Terms<\/strong>: Standard YouTube License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":163,"menu_order":11,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Boundless Business\",\"author\":\"\",\"organization\":\"Boundless\",\"url\":\"https:\/\/www.boundless.com\/business\/textbooks\/boundless-business-textbook\/motivation-theories-and-applications-11\/motivation-techniques-in-practice-77\/job-design-365-10249\/\",\"project\":\"\",\"license\":\"cc-by-sa\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Boundless 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